In an interview with Invest:, Yessica Perez, tax partner at Calvetti Ferguson, noted renewed client confidence in 2025, driven by legislative changes and economic incentives. The firm remains focused on manufacturing, private equity, and maintaining independence amid industry consolidation. “We’re proud to say we’re not, and do not plan to be, private-equity owned. We’re committed to organic growth and building long-term relationships. That’s resonating in the market,” Perez added.

What changes in the Texas business climate have had the biggest impact on your advisory work in the past year?

2025 has been an interesting year. We saw a positive outcome right after Jan. 1. Companies began moving past the uncertainty around interest rates and were ready to grow. Many clients became more intentional about their growth strategies, and we focused on aligning our services with their goals.

Toward the end of Q1, tariffs began to take effect. This led to a significant increase in business-related questions, especially about how tariffs impact not just our clients, but their clients as well. We worked closely with them to navigate those challenges.

Eventually, the noise around tariffs began to settle. Then, on July 4, a major bill was signed into law, and we started receiving an exponential number of questions from investors about its implications: how it would impact them, benefit them, and benefit their clients. We’re currently in deep conversations with bankers because we anticipate a heavy Q4 due to all the bonus depreciation and economic incentives available to companies.

Overall, it has been a busy and optimistic year. At Calvetti Ferguson, we continue to grow. We’ve doubled our size in the past 10 years. Ten years ago, we were only in Houston. Now we’re also in San Antonio, Fort Worth, Dallas, and Nashville, our newest market, where we’ve been for two years. On Aug. 1, we acquired Randy Walker & Associates in San Antonio, doubling our presence there.

What makes Houston an ideal location for your headquarters, and how does it differ from other Texas markets?

Houston is often viewed as an oil and gas city, but it’s much more than that. With the port nearby, the city is unique. We see a significant number of foreign investors, along with local investors, conducting business related to the port.

Houston also has a strong medical community and a growing number of private equity firms investing, not just in the firms themselves but also in their portfolio companies. While energy remains central, we also see growth in alternative investments, manufacturing, and privately held businesses.

There’s also notable expansion north of Houston in areas like The Woodlands, Conroe, and Montgomery, where there’s substantial private wealth.

Where are you seeing the strongest demand, and what sectors are you targeting for future growth?

We’re focusing heavily on manufacturing companies. With the full suite of services we offer, this is a sector where we can invest and partner meaningfully to help them reach their goals.

We’re also targeting private equity firms more intentionally. While we’ve always had the capacity to perform private equity fund audits, we’re now being more proactive about it. We can implement automation and efficiencies that we believe will bring them significant value.

Given the ongoing consolidation in the industry, what is your outlook for independent firms like Calvetti Ferguson?

One of our biggest differentiators is that we remain independently owned. In recent years, private equity has actively acquired CPA firms, leading to widespread consolidation. Many clients have told us they’re seeing declining service quality despite increasing fees.

We’re proud to say we’re not, and do not plan to be, private-equity owned. We’re committed to organic growth and building long-term relationships. That’s resonating in the market; new prospects frequently ask whether we plan to sell, and hearing that we’re staying independent is a major relief for them.

We believe this commitment gives us a lasting competitive advantage, and we will maintain it.

How is your firm incorporating AI and automation to improve efficiencies while maintaining strong client relationships?

AI is a sensitive topic, especially in our field, where we handle confidential data: Social Security numbers, financial details, and more. We are using automation tools to streamline data entry, making it more cost-effective and allowing us to focus on delivering value.

We also utilize bots for process automation and global resources to improve efficiency. However, when it comes to AI, we’re cautious. We have strict policies in place: not everyone has access to AI tools, and any implementation must be approved by our CIO and management committee. We require human oversight in AI use to ensure client data is protected.

How would you assess the talent pool in Houston, and how are you attracting and retaining top professionals?

Finding CPAs has become more challenging. It’s a more limited pool now, but cities like Houston, DFW, and Nashville still offer strong talent. We actively encourage our employees to earn their CPA licenses. We provide bonuses and incentives for those who pass within their first year, along with access to learning tools and support for exam preparation.

To retain talent, we focus on making employees feel valued and invested in. We prioritize learning, growth opportunities, and recognition. Pairing that with competitive compensation helps us maintain low turnover and a strong, motivated team.

How is your firm building strategic partnerships and contributing to the community?

Relationships are at the core of what we do. We are active in many local organizations, and our partners are deeply involved in the community, whether through food banks, cultural institutions, churches, or children’s museums.

We also support educational outreach. For example, we partner with a program that brings underprivileged high school students into our firm for internships. We expose them to different departments and help them understand what it’s like to work in a CPA firm. Our goal is to inspire them to pursue college and consider a future in our industry.

What are your top priorities for the firm and the tax practice over the next few years?

Our No. 1 priority is to impact our communities and give back. Our founding partners are Christian-based and strongly committed to community service. We believe that what goes around comes around.

We’re also focused on investing in our people. Happy employees provide better service, so we want to continue showing our team they’re valued. And of course, we remain committed to helping our clients meet their goals and get there faster with our support.

In an interview with Invest:, Ryan Wheless, CEO and founder of Allied Wealth, discussed navigating market volatility, Houston’s economic evolution, and the firm’s client-focused growth strategy. “The Houston market is wildly underserved, and there is a tremendous opportunity for a good wealth management firm in this space,” Wheless said.

What significant changes over the past 18 months have impacted your operations in Houston?

It has been an incredible year of growth, and a substantial part of that growth has resulted from adapting quickly to a rapidly changing landscape. We have witnessed considerable market volatility, especially in February of this year. We refer to that period as the “tariff tantrum,” when the market was down approximately 23% early on. We also navigated elevated interest rates, new tax policies, and a new administration in the White House. Many things were happening all at once, and for numerous families here in Houston and The Woodlands in the Greater Houston area, that created significant uncertainty. At Allied Wealth, our response was to double down on proactive planning, which is our specialty. We continued to refine our Summit System, which is our proprietary system used to help individuals develop a financial plan that brings them to and through retirement. We further refined our process to stress test every client plan against multiple market and tax scenarios. This ensures that, with increased market volatility and ongoing legislative changes, our clients’ plans will hold up under new tax laws. That agility, the ability to adapt their plans quickly to a rapidly changing environment, has helped our clients maintain confidence. It has fueled our growth and is profoundly important to us. As more families seek a nimble and forward-thinking firm, we intend to remain at the forefront.

What makes Houston an ideal location for your work, and how does it differ from other markets within the industry?

Houston is an incredibly diverse city of industry. For years, we have described Houston as the Hollywood of oil, and that identity remains. The oil market can be resilient in many ways, but it is also subject to economic forces and trends. Historically, as goes oil, so goes the Houston economy. That is not so much the case anymore because we have become technical. There are many technical businesses here in Houston, a great deal of healthcare, and a number of financial businesses. We have developed a more diverse economy. We are one of the largest cities in America, but many professionals are underserved in the discipline we provide.

How are you converting newcomers to Greater Houston into future clients?

We maintain a prominent presence in the markets we need to serve through a radio show, a television show, a prolific YouTube channel, and a podcast. In addition to that, we conduct outreach programs where we teach investing, retirement, estate planning, tax planning, and financial planning classes at local community colleges, universities, high schools, and community centers. This allows us to connect with people on a one-on-one basis and provide them with the education to empower them to make excellent financial decisions when it comes to being smart with their money.

What specific wealth industry trends or dynamics should people be aware of? 

The wealth management industry as a whole is undergoing many changes. We are seeing a major shift from accumulation-based thinking to outcome-based planning. Individuals are no longer solely asking how large they can grow their portfolio. There is more to it than that. They are asking how to turn what they have built into a sustainable income stream that allows them to live the life they have imagined, the one they have worked for all these years. Especially here in Houston, where we have many executives and business owners as clients, they want strategies that blend tax efficiency, reliable cash flow, and risk management. It is less about chasing returns these days than it was in the past and more about designing their ideal lifestyle and then reverse engineering the financial plan to support that. I will also note that the rising and lowering tides in various industries create a need to serve people experiencing layoffs. When people go through layoffs, they lose a job, their 401(k) plans become portable, and their pensions become portable in many cases. They need help navigating that space. We help people on the successful side of the spectrum and those going through transitions, such as layoffs. The Houston market is wildly underserved, and there is a tremendous opportunity for a good wealth management firm in this space.

From your vantage point, are there any specific solutions or tailored products that have had the highest demand among your clients? 

There are a few areas that stand out. One of those areas is tax strategy, which is huge. Taxes will likely be an individual’s largest expense in retirement, potentially even more than healthcare costs. Income planning is also huge. It involves taking retirement assets and cash assets and using them to replace a paycheck. That is what must be done to finance an ideal lifestyle in retirement. We also utilize many risk management investment designs. Another important caveat is that the private equity, private credit, and private real estate space is a vastly growing sector in wealth management. What is really interesting is that previously, there were 7,000 publicly traded companies, and now there are 35,000 publicly traded companies. The average retail investor only has access to those 35,000 companies. Consider OpenAI, a privately held company worth billions upon billions of dollars. The average person cannot invest in a company like that, yet they should be able to. The plumbing for more average retail investors is now available, making these options accessible in private equity, private credit, and private real estate funds. We are seeing a massive shift into the alternative investment space in wealth management in Houston, and we are implementing that with our clients tremendously. Private credit has been a great way to generate outsized yields for income generation. Private equity has been a great way to generate outsized returns while lowering risk dynamics and volatility in a client portfolio. That is a big space. Additionally, with taxes likely to rise in the coming years, we are helping many families execute proactive tax planning strategies. These include estate planning strategies, Roth conversion strategies, and building tax-diversified income plans. We are also designing strategies that are more resilient to market volatility, which aligns with the private equity and private credit strategies. When in retirement, the order of returns matters more than the average market return, and we call it sequence of returns risk. The solutions we provide resonate with families who want peace of mind, especially in a market as fast-paced as Houston’s and the broader economy.

What is your outlook for the next two to three years, and what are your top two or three priorities for the firm?

Looking ahead, we are incredibly optimistic about the future. Houston is a wildly underserved market, and we are here to serve it in a big way. Our focus is on expanding our footprint throughout Greater Houston. We already have a solid footprint, but we are continuing to expand that footprint. We stay committed to the Woodlands because it is where we are from. It is where we live, where we dwell, where we work, and where we play. We want to serve more families who are approaching retirement and looking for that next-level guidance, not just a financial plan, but a life plan. What are you going to do in retirement? Who are you with? Where are you? Are you retiring to something? We are strong believers that you do not retire to a La-Z-Boy chair. Over the next few years, we will continue to scale our Summit System and grow our team of world-class advisers and support staff. We will invest in technology that keeps up with our client experience, that grows it to continue to be second to none. Our vision is simple: to help people stop worrying about money and start living the life they work so hard to build. That is what redefining retirement is all about.

In an interview with Invest:, Crystal Garrett, senior vice president of Tiras Wealth Management, highlighted how building good relationships and artificial intelligence create higher-quality services for the clients. “Every quarter, we have a live market call with our clients and prospects, where we talk about what has happened over the last quarter, and the things we’re paying attention to,” Garrett said.

What recent changes have had the greatest impact on your firm?

The election and changes in Washington created uncertainty regarding the Federal Reserve System, tariffs, and inflation, as well as the tax rate changes, since our current tax provisions expire at the end of 2025. The current situation has created uncertainty for corporate America and, therefore, created uncertainty in the markets.

How do you maintain the momentum as one of Forbes’ best-in-state wealth management teams?

The monthly webinars and newsletters for our clients are engaging, containing not just market data points, but also what goes on with our team, including the charitable work we’re doing. We also use different media to reach out, from printed features to email. One of our most popular webinars is on ChatGPT and how clients can use it in their everyday lives. We try to have some content every single month, like financial planning for the next generation. It comprises how we can get the clients’ children engaged in saving for retirement and financial planning. Kids don’t like to hear it. Their parents might preach it all the time, but when they hear it from us, it comes across differently. We get the young adults engaged when the parents’ words fall on deaf ears. Other topics not directly related to wealth management have been sleep studies, brain health, and cybersecurity. Engaging with the clients every month builds the expectation that they can look to us for those discussions, as well as the financial planning and wealth management work. Every quarter, we have a live market call with our clients and prospects, where we talk about what has happened over the last quarter and the things we’re paying attention to.

What makes Houston an ideal location for business growth?

While having a high concentration of energy businesses, Houston’s industries have become diversified, featuring companies in healthcare, real estate, fiber optics, and internet suppliers. People are drawn to the low cost of living and the affordable and diverse housing market, despite commuting challenges. We have built a niche in the industry by becoming experts on big oil company benefits, helping clients understand their compensation packages, investment options, and retirement options. Our practice is also a big believer in AI, and AI needs are increasing globally. The energy demand from AI is so significant that there are a lot of opportunities in Houston’s energy businesses, whether from clean energy, coal, natural gas, or oil, especially with all of our energy employers being global leaders in this space. 

What are the biggest opportunities in Houston?

It’s all in energy, with a vast amount of demand from AI, which is an advantage for Houston. We’ve seen corporations dependent on energy struggling with green energy initiatives. They wanted to move in that direction, but needed to figure out how to still make money at the same time. It was difficult. Now, with all energy sources needed for supply, it allows an avenue for green energy to potentially stay in the mix, even when all the other sources stay as major players in the industry. Another area that AI will affect is the healthcare industry in Houston. There are drugs invented through AI, and there are rare diseases tackled with AI. People are going to live longer, and Houston is becoming a global hub for healthcare, because AI is helping to solve many issues, from clinical research to therapies. We’re also going to need more healthcare services towards the end of our lives, so that’s creating even more opportunities for Houston. 

How do you see the evolution of private equity and other wealth management solutions?

We provide private equity investments for particular higher net worth clients, since it’s illiquid and a long-term investment. We are interested in the secondary private equity market, which has become popular for initial investment over the last couple of years. It’s not an exit strategy for existing clients, but it creates an opportunity when private equity needs an exit strategy, and when others want to invest. We’re also seeing a lot of demand to continue the current strategy of utilizing low-cost investment platforms, like index funds, coupled with proactive advice. Clients want to make sure that they’re not missing anything, and our job is to prevent them from making mistakes or missing opportunities. We have been able to provide our expertise through multiple avenues, including webinars where we share a charitable strategy or financial planning for the next generation. 

How do you attract and retain top talent for your firm?

We’re a small business of just over 30 employees, but we keep job postings for our key roles up all year round. We’re always looking for good talent, and unemployment is low because the job market is strong. We rely on recruiters when it comes to specific jobs, but we also keep our job postings on major boards, like Indeed and LinkedIn. If someone talented comes across our desk, even if we’re not hiring, we want to find a place for them. 

The Houston Business Journal has provided an outlet for mentoring, which I participated in this year. It was similar to a speed dating platform. Individuals could read about us and the work that we did in advance, so they could ask questions in front of a group of talented women from diverse backgrounds: from government, healthcare, wealth management, or real estate. I also mentored women through Dress for Success and did some work with the University of Texas. We are now hosting six interns, providing them with hands-on experience. It can be hard for a small business to have that many interns, but the team has rallied together to build future talent. 

How does the firm leverage technology and innovation to elevate client services?

Ameriprise has leveraged advanced analytics and AI for years, and the firm is exploring and implementing capabilities with client service and data security at the forefront. Within our practice, we see ways AI will help us serve clients better, faster and stronger. One example is making us more efficient, so we can spend more of our time working directly with clients. 

What is your outlook on the current sentiment among business owners and investors?

The elevated interest rates remain a hurdle for small business owners. Financing deals have been a challenge with those lending rates. The news surrounding the markets and politics continues to be an issue. It creates uncertainty and anxiety for the clients. While there has been increased market uncertainty this year, the markets have done well.

What are your top priorities for the next few years?

Getting the team on board with leveraging our latest technology is a priority. It makes things easier for each other and easier for our clients, in terms of communicating ideas and learning. We’re using technology to tweak our procedures and to prompt questions that will support our growth. It will keep everyone at the pinnacle of what we do, and keep all of us on the same page, because the reason I hire staff is for leverage. I need people to help me, and I need them to do it in the spirit of delivering excellence to my clients. Finding that consistency as we grow the team is important. Our ability to attract and retain talent is important for us because we’re only as good as the team that we’ve built. 

Suzanna Bonham, partner at Seyfarth Shaw LLP, talked to Invest: about how the firm prioritizes evolution for the purpose of providing legal support in increasingly efficient, excellent ways, as well as how regulatory changes to the enforcement of noncompete provisions are causing challenges for their clients nationwide.

What have been some of the main highlights and key milestones for Seyfarth Shaw in the last 12 months?

At Seyfarth Shaw, our growth over the past year has been guided by a single focus: delivering greater value to our clients.

In Houston, we’ve deepened our presence in the energy sector with the launch of a dedicated Energy Transactions practice, expanding our capabilities to support clients through complex deals, regulatory challenges, and workforce issues. This new offering complements our long-standing strengths in energy litigation and labor and employment, positioning us to provide comprehensive, end-to-end legal solutions to energy clients. 

Within the last year, our firm has also focused intently on technological advancements. We internally put together a “SEYence Fair,” which promoted collaboration of attorneys firm-wide with ideas to increase our efficiencies through technology. Two different finalists were both from Houston. The “SEYence-Fair” focuses on efficiency and legal excellence. The fair was one of many initiatives that reflect who we are as a firm and what we aim to deliver in advancing legal excellence.

Our commitment to innovation has also earned external recognition. Seyfarth has been shortlisted in three categories in the Financial Times Innovative Lawyers North America 2025 Awards, underscoring our position as a market leader in legal innovation and our continued momentum in redefining how legal services are delivered. 1) Innovative Lawyers in Unlocking Capital: “Opportunity for Opportunity Zones” — Recognized for pioneering legal frameworks that enable billions in investment to flow into underserved communities, positioning Seyfarth as a leader in inclusive economic development. 2) Innovation in AI Strategy: “SEYmultaneous Advancement” — Celebrated for our bold, firmwide embrace of AI and emerging technologies to drive smarter, faster, and more client-centered solutions, and 3) Innovation in Knowledge & Data: “Harnessing Data for Strategic Insights” (SEYscraper) — Honored for transforming data-driven legal research through technology first showcased at our SEYence Fair.

Together, these milestones reflect who we are as a firm: innovative, collaborative, and relentlessly focused on delivering greater value to our clients.

What separates Seyfarth Shaw from other law firms in the Houston area?

Seyfarth Shaw distinguishes itself through a deeply client-centric approach that prioritizes efficiency, innovation, and genuine partnership. We understand that legal services are a significant investment, and we’re committed to delivering value by aligning our work with our clients’ business goals—not just providing legal advice, but acting as a strategic extension of their teams.

Our focus on technology-driven solutions and process optimization allows us to deliver legal services in a way that is both cost-effective and highly responsive. Through proprietary platforms and tools, clients gain real-time visibility into their matters, including status updates, cost tracking, and next steps—ensuring transparency and control throughout the engagement.

What truly sets us apart is our collaborative mindset. We don’t just work for our clients—we work with them. Whether it’s co-developing custom workflows, integrating legal processes into their operations, or proactively identifying efficiencies, our goal is to build lasting relationships rooted in trust, innovation, and shared success.

In Houston, this approach resonates strongly with clients in energy, healthcare, and other fast-moving industries, where agility and precision are essential. Our attorneys are not only legal advisors, they’re business partners who understand the local market and deliver solutions that move our clients forward.

What are some of the most common legal disputes that you handle for your clients?

Our Houston litigation team regularly handles complex commercial disputes, including contract breaches, trade secret issues, and business torts, with a strong focus on the energy and healthcare sectors.

In energy, we represent exploration and production companies, oilfield service providers, and midstream operators in matters ranging from joint venture disputes to infrastructure claims. In healthcare, we advise hospitals and service providers on contractual conflicts, construction litigation, and regulatory matters, among others. A recent example includes our defense of a key service provider in a multi-million-dollar lawsuit tied to the collapse of healthcare co-ops under the Affordable Care Act.

We’re also seeing increased litigation stemming from tariff volatility, which has led to renegotiations and disputes over pricing, force majeure clauses, and performance obligations—particularly impacting clients in energy and healthcare.

What changes in the legal or regulatory environment could significantly impact the work that you do for your clients?

There are significant regulations that have recently come out that affect the enforcement of noncompete provisions of agreements. Nationwide, our clients have been impacted. We typically represent employers. They have invested time, energy, and money into the development of their customer base, vendor base, and operations, all of which have culminated in the development of proprietary, confidential trade secrets that make them unique and which differentiate them within their competitive world. For those at the highest levels of employment, not being able to enforce not allowing those executives to immediately move to a competitor and use that confidential information against the original company is critical.

In what ways is Seyfarth Shaw leveraging technology to advance the firm’s goals?

Seyfarth continues to lead in legal innovation through initiatives like Seyfarth Labs and the SEYence Fair, which encourage attorneys and staff to develop tech-driven solutions. Recent winning projects include an AI-based tool that scrapes and aggregates legal data, enhancing attorney efficiency and client service. 

We also maintain a secure AI environment, ensuring that all tools used are vetted for safety and reliability. These efforts build on our long-standing SeyfarthLean program, which promotes process improvement and scalable legal solutions.

Have there been any other challenges affecting your clients or the work you perform?

The legal landscape continues to evolve rapidly, presenting new challenges for our clients. One of the most pressing issues remains the enforcement of noncompete agreements, particularly in Houston. Despite clear statutory and case law guidance, we’ve observed a trend where local judges—who are elected officials—are increasingly reluctant to enforce noncompetes, even when they meet all legal criteria. This creates uncertainty for national employers who have strategically chosen Houston for its historically favorable enforcement climate.

Additionally, tariff turbulence has emerged as a significant disruptor, especially for clients in the energy, manufacturing, and construction sectors. Shifting trade policies and fluctuating tariffs have led to the renegotiation of existing agreements, as companies seek to mitigate financial exposure and adjust to new cost structures. In some cases, these renegotiations have escalated into litigation, particularly when parties dispute force majeure clauses, pricing adjustments, or supply chain obligations. Our team has been actively advising clients on how to navigate these complexities, renegotiate terms, and, when necessary, defend their interests in court.

In an interview with Invest:, Elizabeth Huff highlighted Sugar Land’s economic growth, including the arrival of Plug and Play Technology Center and targeted business attraction in life sciences. She emphasized the city’s redevelopment efforts, from revitalizing neighborhoods to strategic office infill, stating, “We’re enhancing Sugar Land’s overall appeal and taking things to the next level.”

What are some key economic development milestones from the past year, and how do they align with the city’s long-term goals?

First and foremost, we announced that Plug and Play Technology Center is coming to Sugar Land Town Square. That was a huge achievement for us. We’ve got a big focus on innovation, and bringing in a company that’s not only a venture capital firm but also has a global network with Fortune 500s and startups is a major win. Having that accelerator here, bringing startups into our community, is going to be a game-changer.

Another big announcement was Southwest Water relocating its headquarters from the business park to Town Square. That was a long-term goal for us — we’ve been working on an office infill strategy to bring more office users into our existing buildings, and this move aligns perfectly with that. We also retained Contract Land Staff here in Town Square and helped Frazier Limited purchase a building in the business park that had been vacant for a long time. They manufacture ambulances, so that’s a great opportunity for us.

Another unique win was SweetNes Honey. They are a honey apiary that started at our airport as a solution to a bee problem affecting our airplanes. We worked with our marketing team to brand the honey they produce, and now it’s being sold at H-E-B and other retailers. It ties perfectly into Sugar Land’s identity as the “sweetest city.”

Additionally, the Space Cowboys winning the 2024 Triple-A National Championship and the Pacific Coast League title was a huge win for us. They’re an incredible stakeholder in our community and an amazing partner.

On the retail side, Uniqlo opened in our mall, which was big. There was a long line of people waiting for the grand opening. Trader Joe’s was another huge addition; the community had been asking for one for 20 years. That was something we all worked hard on, constantly reaching out to them and showing them that there was demand. It was neat to see that grassroots effort come to fruition.

How is Sugar Land attracting and retaining businesses?

For retention, we’ve been focused on supporting the businesses that have already planted roots here. One great example is Crown Packaging. They relocated here from New Orleans after Hurricane Katrina, and since then, they’ve grown significantly. They now have four buildings on their campus and are continuing to buy more real estate in the business park to expand their operations.

We have a strong business climate, and we pride ourselves on catering to businesses — being there for them from the moment they move in and continuing to support them as they grow. We have a dedicated business retention specialist whose sole job is to maintain relationships with our businesses, making sure they have everything they need.

For attraction, we’ve had to shift our approach. We only have about 4% of our land left undeveloped, so we’re being much more targeted in the types of companies we pursue. We’re not going after broad recruitment anymore — we’re being strategic. One of our biggest focus areas is life sciences. It’s a growing sector in Texas, and while many cities are chasing the same companies, we already have a strong foundation here. We’re building on that with targeted efforts to bring in businesses that complement what’s already in Sugar Land.

How is Sugar Land working with local schools and colleges to develop the workforce?

We have an incredible relationship with the University of Houston at Sugar Land. Even though it’s down Route 59 from their main campus, it’s considered a main campus itself. One of their big strengths is the College of Nursing, which has been extremely responsive to industry needs. They’ve adjusted their programs to fast-track students into high-demand fields like nursing, radiology, and other healthcare professions. Because we have major healthcare employers here — Houston Methodist Sugar Land, Memorial Hermann Sugar Land, and soon, MD Anderson — students have a direct pipeline into the workforce.

We also have Wharton County Junior College and Texas State Technical College, which focus more on industrial skills and technical fields. Both have been great partners, and we’ve incentivized infrastructure improvements for their campuses to support workforce development.

UH’s College of Technology is merging with its College of Engineering, and they’re building a second facility right now. When it’s complete, UH Sugar Land will have about 20,000 students, which is huge for us. We’re also working with companies like Savardi and Hope Biosciences to explore ways to integrate students into real-world experience — whether that’s internship programs or partnership zones that allow students to gain hands-on training while they’re still in school.

How is Sugar Land supporting small businesses and entrepreneurs?

For entrepreneurs, the Plug and Play project is a major step forward. It gives startups an environment where they can thrive, with access to mentors, venture capital, and networking opportunities. That’s going to be a game-changer for fostering innovation.

For small businesses — our local mom-and-pop shops, restaurants, and boutiques — we’ve been proactive. We launched a small business program where we physically go out, knock on doors, and check in on business owners. One of the biggest needs we’ve identified is marketing support. Many of these businesses are run by one or two people, and they don’t always have the time or expertise to market themselves on social media. That’s where our Visit Sugar Land brand comes in—we use it to help showcase these local businesses.

We’ve also started hosting business networking nights, bringing small business owners together to build relationships and support each other. Those have been successful, and we’ve seen businesses collaborating in new ways as a result.

How is Sugar Land boosting tourism?

Fortunately, our hotel occupancy tax revenue has fully recovered from COVID. Business travel has rebounded, which is important because that keeps our hotels full during the weekdays. At the same time, we’re still seeing strong leisure travel, which took off during COVID and has remained steady.

We recently announced that a partnership with the FIFA World Cup 26 Houston™ Host Committee, positioning Sugar Land as an Official Supporter of FIFA World Cup 26 Houston™.  We proactively sought this unique platform to highlight its vibrant community and diverse experiences. As a regional partner, we’ll be able to will capture a portion of the projected $1.5 billion economic impact of the seven FIFA World Cup™ matches in Houston from June 14 to July 4, 2026, through tourism, hospitality, and business development, while boosting the city’s visibility throughout the tournament and beyond. We’re excited to coordinate across the city and region to deliver a world-class experience, from public safety and traffic management and to introduce visitors from around the world to our internationally competitive business environment and signature hospitality.

Beyond events, we’re focused on attracting conventions and meetings that fit our market size and available venues. Of course, our Space Cowboys team also brings visitors. Being a Triple-A affiliate of the Astros, they attract baseball fans from all over.

Looking ahead, what are your top priorities for Sugar Land’s future?

Our biggest focus right now is redevelopment. We’re at a stage where we’re enhancing Sugar Land’s overall appeal and taking things to the next level. We have the Great Homes Program, which provides funding to homeowners looking to update their properties, and a façade improvement program that helps revitalize older retail centers. We also launched the Fostering Unique Neighborhoods Grant Program, all with the goal of beautifying the city and keeping it attractive to residents and businesses. We’ve also been growing our civic arts program. It started in 2016 with physical sculptures and installations, but now we’ve expanded into performing arts as well. We recently became a state-certified Music Friendly City, which is a big achievement.

On the business side, our strategic plan focuses on stimulating economic growth through innovation, life sciences, and office infill strategies. Even though we have limited land left to develop, we’re being intentional about the types of businesses we attract and where they go. At the end of the day, despite our land limitations, Sugar Land’s future is incredibly bright. We’re strategic, we’re proactive, and we’re making sure we continue to grow in a way that benefits our residents and businesses.

In an interview with Invest:, Carlos Guzman, director of economic opportunity and development for Fort Bend County, outlined plans to manage rapid growth with major infrastructure projects and targeted industry attraction. He highlighted the county’s diverse talent pool and strong regional partnerships. Guzman emphasized staying ahead of growth to maintain quality of life.

What trends or changes over the past year have most impacted Fort Bend County’s economic development efforts?

Fort Bend County is one of the fastest-growing counties in the nation. We’re expected to double our population in about 20 years. Most of the growth people associate with the “Texas miracle” — people moving to Texas — happens in the DFW, Austin, San Antonio, and Houston regions. For us, that growth is coming right into Fort Bend County.

People continue to make Fort Bend County home because of our strong quality of life, excellent schools, and overall community feel. The challenge is keeping up with that growth and ensuring what makes this place special stays special. We’re investing heavily in infrastructure — expanding major toll roads like the Fort Bend Toll Road and Grand Parkway — to keep people moving efficiently, whether they’re getting to work, shopping, or spending time with family.

We’ve completed a strategic plan and identified our targeted industries. We’re working hard now to attract those sectors, plant the seeds for future growth, and make sure we get development right the first time. Once an area is fully built out, it’s hard to go back and change development patterns, so we’re staying ahead of the curve.

What makes Fort Bend County an ideal location for businesses today?

What makes Fort Bend special is our people. We’re one of the most diverse counties — if not the most diverse — in the nation. Our population is almost equally split among African American, Latino/Hispanic, Caucasian, and South Asian communities.

This diversity comes with a highly educated, talented workforce. Businesses know they’ll find the talent they need right here. Many of our residents already commute 30 to 40 minutes to jobs in Houston. If a company sets up in Fort Bend County, that commute could drop to 5 or 10 minutes, which is a huge benefit for employers and employees alike.

Our international flavor is another draw. Foreign direct investment companies see Fort Bend as a natural fit because of the connections and communities that already exist here. We’ve had projects come to us specifically because they want to be part of this community. 

Which industries are you focused on attracting?

Half the county is almost fully developed, and the other half is where the next million residents will live. Different areas have different strengths. For example, Sugar Land has a cluster of bio-technology companies because of its proximity to the Texas Medical Center. On the other side of the county, cities with large rail-served sites are a natural fit for industrial, logistics, and distribution companies.

We have the ports, airports, and rail connections companies need, and we’re working to deliver public infrastructure that shortens timelines. When a project is ready, we want them to be able to turn on the lights quickly. It’s all about being prepared.

What major projects are helping maintain the quality of life as the region grows?

Fort Bend County is one of the few counties in Texas with a countywide library system — typically, cities handle that. We also invest heavily in parks and green space.

On the infrastructure side, the county has revamped its toll road authority. We’re expanding the Grand Parkway and the Fort Bend Toll Road to open up new areas for development. For example, there’s a 4,200-acre development underway, and another project is planned at around 15,000 acres. Right now, it’s just open land, but when the new toll roads are complete, that area will be about 25 minutes from the Texas Medical Center, one of the largest employers in Houston. We know growth is coming, and we’re doing everything we can to stay ahead of it.

What services are most in demand from your department?

When companies reach out to us, they’re looking for guidance — whether they already have a site in mind or they just know they want to be in Fort Bend County. We’ve seen interest from major international firms. For example, we recently spoke with a company in Egypt that wants to set up here. It wasn’t the right fit for us, but it shows the level of interest.

Workforce is always top of mind. Incentives can be part of the discussion, but they rarely make or break a deal. What companies want to see is the workforce data that proves they’ll have the talent they need. We help provide that, along with connections to local partners. If incentives help close a deal, that’s great, but they’re just one piece of the puzzle.

How do you partner with other stakeholders to support this growth?

The secret sauce in Texas is collaboration. Economic development here happens at the local level. We work hand in hand with our cities.

We also collaborate regionally through the Greater Houston Partnership, the state, chambers of commerce, higher education institutions, and other stakeholders. If a company locates here, they’re not just dropped off and left on their own. There’s a whole ecosystem ready to help them succeed, from workforce training to navigating utilities.

What’s your outlook for Fort Bend County’s economy in the next few years?

We’re fortunate to be part of the Texas Triangle, where so much growth is happening. Our population is on track to double from 1 million to 2 million over the next two decades, so the growth is coming; that’s not in question. 

Our focus now is on keeping up with that growth and delivering the infrastructure needed to support it. We’re working closely with our partners to leverage all our assets and maintain the quality of life that brings people here in the first place. We’re optimistic about Fort Bend County’s future.

In an interview with Invest:, David Gow, president and CEO of the Center for Houston’s Future, said that Houston is poised to lead the next phase of innovation and economic growth by capitalizing on its entrepreneurial spirit, diversity, and strengths in energy transition and brain health. “Houston is an entrepreneurial, opportunistic region. There’s an optimism and excitement here about creating and growing businesses. I can’t think of a more business-friendly environment than Houston,” Gow said.

What are the main priorities for the organization, and how do they set the stage for Houston’s next phase of economic growth?

The Center for Houston’s Future has been around for 25 years. We’re co-located and affiliated with the Greater Houston Partnership, but we are a distinct legal entity. We have three areas of focus. First, we run a leadership development program called the Leadership Forum, where we bring rising leaders together twice a year to network and train. Second, we work on strategic initiatives, and third, we host community events that bring thought leaders together around key topics.

The exciting initiative we’re currently working on is called Vision 2050, which is a new long-range plan for the Houston region. We began by gathering aspirations from people across the region — individuals from different backgrounds, socioeconomic statuses, ethnicities, and neighborhoods — asking them what they hope to see by 2050. From hundreds of responses, we identified 16 common themes, which we call the “Sweet 16.” We’ve analyzed these to determine which aspirations are on track and which need more attention. We’re now focusing our efforts on areas that require additional work to ensure Houston meets these aspirations.

What are some of the most promising opportunities for investors in Greater Houston over the coming years?

From an investment perspective, Houston has evolved from being the oil and gas capital of the world to being the energy capital of the world. There’s a surge of investment in technologies that both meet rising global energy demand and reduce carbon emissions, positioning Houston perfectly for the energy transition. One standout is Greentown Labs, an innovation hub for climate tech startups. It fosters a community with educational programs, capital attraction, mentorship, and shared services that support early-stage businesses.

Another exciting area is brain health. We’re taking a holistic, lifespan approach to brain health, recognizing that what happens early in life affects well-being later on. We’re bringing together experts from across sectors to collaborate on solutions that will drive both economic growth and human flourishing. Our aspiration is for Houston to become a global leader in the brain economy, supported by our strong research, healthcare, and academic institutions, as well as a corporate culture that values talent development and innovation.

What makes this such a compelling opportunity for the region, and how do you see it translating into talent attraction and new commercial opportunities?

Just as Houston has become the energy capital of the world, we believe it can also become the brain capital of the world. We already have foundational resources: world-class research, healthcare, and academic institutions; corporations that support innovation and human capital development; and a long history of leadership in healthcare. Houston performed the first heart transplant and leads in cancer care — why shouldn’t we lead in brain health, too? This ambition aligns with Houston’s culture of innovation and collaboration.

What makes Houston an ideal location for innovation and growth?

Houston ranks third nationally in the number of corporate headquarters, spanning industries such as energy, life sciences, medical, aerospace, and advanced manufacturing. We’ve also taken significant steps to expand our innovation and tech economy, with hubs like Greentown Labs, The Ion, and The Cannon supporting startups.

Houston is home to both large corporations and emerging companies. A great example is Cart.com, which was founded and incubated here, funded by local venture capital, and achieved unicorn status in just four years. It’s a perfect illustration of how Houston nurtures and scales successful businesses.

How do you see Houston’s community, corporations, and government networks working together?

The Houston Energy Transition Initiative demonstrates how the city brings together competing companies to pursue a common goal. Competitors recognized the opportunity to expand the entire pie, reflecting Houston’s collaborative culture.

Another key aspect of Houston’s entrepreneurial spirit is its accessibility — there are fewer social or relationship barriers here compared to other cities. If you have a good idea, people will back you. There’s a deep instinct to support, help, and grow businesses, which is part of what makes Houston such a dynamic environment for innovation.

What is your assessment of the workforce, and how are you supporting the pipeline to serve these emerging industries?

The Greater Houston Partnership runs an initiative called UpSkill to ensure our workforce has the skills needed for the future, particularly as workplace demands evolve with AI and other technologies.

Houston’s diversity is another major strength. We’re one of the most diverse cities in the world, and that brings valuable perspectives and ideas. Diversity fosters innovation and gives businesses a global outlook, which helps them not only to innovate but also to scale successfully. This diversity is deeply embedded in Houston’s DNA.

How does Houston’s environment support growth in sectors like housing and clean energy?

Houston is known for minimal zoning and a developer-friendly environment, as well as historically affordable housing, which is a key attraction for both residents and companies. However, affordable housing is becoming more challenging, so as part of our Vision 2050 work, we’re exploring solutions to maintain affordability.

One key strategy is to promote greater housing density, particularly within Houston’s inner loop. This would help us avoid becoming a “donut city” and foster growth at the core, which in turn supports regional well-being.

What trends are you seeing among early-stage founders in Houston?

Goose Capital was founded by Rod Canion, the entrepreneur behind Compaq Computers. Goose brings together about 20 to 25 angel investors who co-invest in early-stage opportunities, typically in the $2–5 million range. Goose is industry-agnostic, investing in sectors like energy, life sciences, manufacturing, and technology.

A recent investment I’d highlight is Nanotech, a Houston-based company that has developed an insulating coating for buildings. This dramatically reduces HVAC costs and has a strong potential to contribute to emissions reductions. It’s a great example of an innovative, high-impact business based in Houston.

Could you share one key message for investors about Houston’s future?

Houston is an entrepreneurial, opportunistic region. There’s an optimism and excitement here about creating and growing businesses. I can’t think of a more business-friendly environment than Houston.

Natara Branch, CEO of Houston Exponential, spoke with Invest: about the organization’s mission to develop the startup ecosystem in Greater Houston and why the region is a prime location for investors. She emphasized the wide variety of industries present in the region and how innovation and collaboration are at the center of entrepreneurial growth.

What is the Houston Exponential mission, and what are some of your biggest achievements of the past year?

Our mission is to help push forward Greater Houston as a thriving startup economic ecosystem. We were brought online in 2016-2017 by the mayor’s office to start to bring forth resources in the startup economy, whether that’s startup development organizations, investors, or bringing academics to the table. The organization was created to foster the startup ecosystem and support founders. We identify the gaps in the ecosystem and engage different parts of the community to better understand Greater Houston’s strengths in innovation and technology. Our goal is to promote and facilitate collaborative relationships and strategic partnerships so people know Greater Houston is the best place to start, grow, or exit a scalable business. 

How does Houston differentiate itself from other regions in the United States and Texas?

Houston’s accessibility is a key advantage, and leaders across all levels are open to collaboration and mentorship, whether it’s in government, corporate, or startup communities. They’ll open doors for you. The region thrives on diversity. Reportedly, over 145 different languages and dialects are spoken here, and one in four Houstonians was born outside of the United States. When you’ve got collaboration and international spirit, you’re talking about a large number of demographics and cultural resonance on a global scale. You’re getting the best of ideas, customers, businesses, and that’s what makes our region so special. You’re collaborating with people from all over the world. We’re no longer competing with just Houston or Texas or even the United States. This is a global competition, and you get that global business opportunity here in Greater Houston. 

Houston boasts a unique combination of financial resources, talent, diversity, and collaboration. The region offers a high quality of life with an affordable cost of living and cultural diversity, making it attractive for startups and families alike. Houston Exponential aims to continue promoting the region as a premier destination for innovation and entrepreneurship.

Could you describe the current investment climate for startups and entrepreneurs in Greater Houston?

When I returned to Houston in 2022, I was told we didn’t have talent or funding. That is not the case. There is a lot of money in Greater Houston, but it’s being invested in traditional places. The startup economy is new to the Greater Houston area, so it hasn’t been big as an investment class. As clean energy and energy transition technologies grow, investment in tech startups is increasing. We’ve spent the last year promoting community partners that educate current and new investors about the startup community as an investment class. We’ve partnered with organizations like the Houston Angel Network and the University of Houston Tech Bridge to help boost investment awareness. There are many startup investors in Greater Houston; however, there has been a trend to invest predominantly outside of the region. Our task is to retain those investment dollars inside the Greater Houston area by supporting existing investors, raising awareness about our exceptional tech and innovation founders, and identifying and educating the next generation of investors. 

What are a few examples of how Houston Exponential is helping these startups to network and navigate this cross-pollination?

We host an event every year called H-Town Roundup, formerly Houston Tech Rodeo. It’s a showcase of Greater Houston’s key industries and startups. It’s an opportunity for our startups to learn about resources available in their ecosystem. We have conference days specific to particular industries like clean energy tech, bio-economy, space, and sports and entertainment. The event highlights topics like AI, cryptocurrency, cybersecurity, and scaling a startup. Innovation hubs such as the Ion, the Cannon, and the University of Houston Tech Bridge serve as critical resources for entrepreneurs. When our founders can be successful, Greater Houston and the new economy of startups can be successful. The goal is to connect founders with the tools they need to succeed and grow within the Greater Houston ecosystem.

What is the next step after a startup has developed? How do you help them grow out of the entrepreneurial state?

We are looking for scalable startups. When we identify a scalable company, we ask what they need. Startups often search different cities for financing, advisors, or talent. Our goal is to show them they don’t need to leave Greater Houston. The assets and investors they need to help them grow are here. 

What are some trends you’re seeing in startups, especially in technology and innovation, AI and automation, and what is influencing today’s startups?

AI and cybersecurity are key focus areas for Greater Houston’s startup ecosystem. People are asking how to utilize AI and how to incorporate AI into their businesses. We’re educating startups on how to use AI to add value to their company so they aren’t just spending money to satisfy investors’ questions. It’s not just about AI; it’s about adding meaningful value to improve your company and not following a trend. The emphasis is on sustainable, long-term growth rather than short-term trends.

Where do you see the ecosystem for startups moving in the next five years, and what steps need to be taken?

In 2021, Houston startups attracted $2 billion in investment, and efforts are ongoing to consistently surpass that figure. I want to see us have that as a sector floor and a distant memory for a total market number. We’re the fourth-largest city in the country. This region is huge and we have many different industries. We can get there. Now that we have more collaborative commercialization in our large legacy industries and new parts of our region are emerging as desirable venture hubs, we should get there quickly. We’re focused on how to get to the next level in funding new businesses.

President and CEO of the Baytown-West Chambers County Economic Development Foundation B.J., Simon talked to Invest: about the region’s geographic and infrastructure advantages and how those have offered remarkable opportunities for growth. “We aim to align economic priorities with stakeholder needs to ensure long-term competitiveness of our region,” he said.

What has been the overall impact on the region of the Economic Development Foundation over the past year?

Similar to previous years, our work continues on behalf of our stakeholders: the city of Baytown, Chambers County, Port Houston, and our industry partners. One of the efforts we discussed last year involved providing continued strategic foresight related to market dynamics. The national election has had some impact on the business cycle, and we are trying to bring objective assessments and comprehensive information to our stakeholders, particularly as these updates relate to foreign direct investment that has been stimulated by the Inflation Reduction Act (IRA) and the CHIPS Act. We hope the current administration develops a rational industrial policy framework to replace the IRA, which has proven advantageous to us. 

What are some of the significant developments or economic highlights in the region?

There is a long-standing effort by ExxonMobil at its Baytown complex to build the largest blue hydrogen project in the country, another project contingent upon the final determinations related to IRA/45V Tax Credits. There are many different hydrogen-based opportunities available to our region, and we are extremely excited about the hydrogen ecosystem. Hydrogen-fueled and natural gas-powered data center development has been an emerging sector due to AI. The Foundation’s focus over the last year has been on integrating and nurturing these developments to maximize regional impact.

What opportunities are presented to the region due to growth in the LNG and petrochemical sectors?

Expansions by Enterprise Products, Energy Transfer, Oneok, and Targa in Mont Belvieu are strengthening the regional midstream energy cluster. The growing demand for NGLs (natural gas liquids) is driving continued investments. We are seeing expansion of infrastructure for the purpose of supporting the state’s ‘energy hub’, along with continued job creation and growth capacity in the energy sector.

What makes the Metro East region an ideal location for business expansion and relocation, and what makes it a vibrant place to live?

The agglomeration effect, or the clustering of industries, brings significant economic advantages. Local government has focused on quality-of-life improvements, including new schools and residential developments. There are over 5,000 new homes planned in Baytown and Mont Belvieu, including executive and workforce housing. Further, foreign direct investment continues to rise. There are several international projects underway in the petrochemical and lithium battery supply chain. The advantages offered by our existing and future infrastructure will continue to attract more and diverse industrial players.

How is the Foundation addressing infrastructure and public service needs that accompany continued population growth?

At base, we are facilitators and purposefully try to guide and integrate by providing strategic foresight. Our role is to continuously step back and look for white space opportunities between efforts undertaken by local entities and bring insights from a macro perspective to ensure there are no gaps and identify opportunities for collaboration and synergy. We have a 35-member board representing the breadth of the economy, including representatives from industries such as healthcare and finance. We are able to identify strategic opportunities and work to address gaps in infrastructure and workforce development.

A key area of concern for us has been the lack of mass transportation. Greater Houston’s size makes connectivity difficult. The Grand Parkway, a 177-mile loop, improves access but does not fully address transit needs. There is a dire need for better transit in order to integrate the workforce and rationalize freight movement in the regional economy.

What is your assessment of the labor pool in your territory, and are there any specific skills or professions in which you are seeing a bigger demand?

Access to talent is a key issue statewide, though recent analysis shows that there are over 700,000 workers in the immediate labor shed. There is an oversupply in some occupations but gaps in skilled roles. Wage competitiveness is crucial to attracting and retaining workers. There is a renewed emphasis on strong partnerships between local colleges and universities to align skills development with industry needs.

How is the foundation working with the local universities and colleges to improve alignment between industry needs and college programs?

We routinely engage in exactly that and are presently working with Lee College, as well as other local schools, to address skills gaps. There is a regional consortium of community colleges that is sharing workforce data. The current focus is on cybersecurity, AI and coding academies, along with upskilling programs aligned with reshoring and manufacturing growth. Recently, the emphasis has shifted away from four-year degrees in favor of technical training.

What is your outlook for the Baytown – West Chambers County Economic Development Foundation over the next few years?

Our outlook is positive, and we want to continue current operations. We want to continue letting the broader domestic and international markets know what is going on here, and when companies understand the economic development dynamic of Houston, we want to also ensure they know that the Metro East region is tightly integrated with the Houston MSA, and there are also capabilities outside the city center. 

Our local governments have put forth pro-business policies, and we are celebrating our 39th year of service this year. One of the major priorities for 2025 is Project Horizon, which is a strategic initiative to shape the future of the Foundation’s efforts over the next decade. We aim to align economic priorities with stakeholder needs to ensure the long-term competitiveness of our region.

In an interview with Invest:, Josh Hawes, executive director of Spring Branch District, Houston, highlighted the initiatives supporting the district’s economic development. He emphasized, “It is to keep the district as diverse and wonderful as possible, encouraging more people and businesses, including restaurants, to move into this area.”

What recent changes have impacted Spring Branch District and its business community?

We’ve seen a significant increase in the number of restaurants and other businesses, which has altered our approach to economic development. We look at how to spend the money differently to see better results, and how we can give more support to the business owners. We used to market ourselves in a certain way — with billboards, radio, and print campaigns — but the strategy started shifting last year. We have now hired a group doing online marketing, mainly through Instagram and Facebook. It has made a huge difference over the past year, as we work towards economic tourism. Business and property owners have started coming in droves to our monthly committee meeting, appreciating the district’s efforts on this development. 

Many businesses, from restaurants to fitness centers, have been featured on our platforms through influencer partnerships. The change is visible overnight. For the first campaign, the marketing group featured a short-form story on Instagram about a recently opened beauty spa. By the end of the second week, the spa was fully booked for the next two months. Now, it is fully booked every weekend and only receives walk-ins on weekdays. There is also a YouTube documentary series about Spring Branch in the pipeline, which will show the development of Spring Branch and its historical landmarks, including one of the oldest churches in Texas. 

How will you sustain the momentum as more people discover the district?

It is catching lightning in a bottle — we have all these Instagram followers to direct to our website. One of the things that makes Spring Branch unique is not having a lot of large chain businesses. We have mom-and-pop entrepreneurs who see the value of developing their businesses here. In fact, we did a story about a cake shop closing down their store in other parts of town and reopening here. We have to keep building on this momentum and make sure people know that the catalyst for their business is here. 

How are you balancing commercial growth with the demand of community-focused residential development?

There are a lot of initiatives supporting affordable housing in the district, such as the ongoing tiny home development. Many residential developers are coming up with various solutions for the area, including converting an apartment complex into a mixed-use development comprising both commercial and residential spaces. 

How is the interest in office use affected by the increasing influx of people to the region?

There aren’t a great number of offices in the district. The business parks and larger office buildings are located along the Beltway. But as more people are moving in, we see an increasing number of buildings converted into coworking spaces. 

How do you balance Spring Branch’s historic identity with contemporary development? 

We are indeed building our brand towards a new direction, but we are keeping what makes Spring Branch the heart of Houston. Efforts are made to preserve the district’s cultural character while accommodating growth for the businesses. 

How are you improving mobility within the district’s infrastructure?

Phase two of the district’s hike-and-bike trail was completed recently. Despite the heat and humidity, over 150 people showed up for the ribbon-cutting event. In phase three, we are working with Harris County Precinct Four and Harris County Toll Road Authority to finish up the segments within the district. Once it’s all done, the 11-mile trail will connect Addicks Reservoir to White Oak Bayou Greenway, integrated into the Houston Parks Board’s overall design for connectivity throughout the entire city.

What collaborations are in the works to improve public safety and infrastructure?

One of our long-term plans is the revitalization of Haden Park. Originally, we were partnering with TIRZ 17, but their priority shifted to flood mitigation. While it’s unfortunate that we didn’t get the funding for Haden Park, we’re getting a brand new, state-of-the-art fire station and HPD command center. We are also getting $2 million from the city to start renovating another park in desperate need of revitalization and public safety improvement. Phase one alone would make the park more pleasant for the visitors. We have partnered with our sister city in Korea for this project, and they are putting a pagoda in the park, which will be completed in August this year. 

How do international collaborations shape the neighborhood’s identity and its global appeal?

We’ve always had a bit of a global appeal. The new Indian restaurant on Clay Road has added to the growing diversity. Also, the Korean community and businesses have been one of our strongest partners for decades. Without them, this district wouldn’t have gotten up and running. Our ongoing collaborations keep the history alive and the connection strong. On the district’s 20th anniversary, the Korean Community Center representative here delivered the news of pagoda funding from our sister city, Ulsan. We directed that towards the ongoing park revitalization project straight away. 

What are your top priorities for the next few years?

It is to keep the district as diverse and wonderful as possible, encouraging more people and businesses, including restaurants, to move into this area. We are also working towards even better public safety. Crime, violent and nonviolent, is down. People feel safe being outside, shopping, eating, and walking on our trails. But these are not something we do alone. There are so many possible partnerships at the local, regional, and international levels, which are critical to the district’s growth.